Monday Morning Mojo

Drive and Desire: the Greatest Resource

Life is chock full of examples of people who did extraordinary things with little or no money, or at the end of their lives when time was scarce.

As an example of rags to riches, take Maria das Gra�as Silva Foster, the Brazilian business executive and chemical engineer who is the CEO of Petrobras-Petr�leo Brasil, Brazil’s state-controlled oil company. She was raised in a shanty town outside Rio de Janero known for drug trafficking, pollution, unsanitary conditions and extreme poverty. In recent years she has been awarded numerous times for her professional and social accomplishments including receiving the Medalha da Inconfid�ncia in 2012, the highest decoration conferred by the Government of the State of Minas Gerais, in recognition of her outstanding contributions to the social, cultural and economic development of Minas Gerais and Brazil. She built her success on her determination and incessant desire to do well.

For a story of success in later years, consider Diana Athill, now 95. Five years ago she became the oldest ever recipient of the Costa Book awards, a literary award given to authors in Great Britain and Ireland. She won the biography award for her memoir, Somewhere Towards the End. When her publisher told her he would like to hear what she had to say about old age, she replied, "Are you mad?" But, then she wrote her book and received great praise in response. To hear a lovely interview with her, check her out on YouTube.

At the age of 93, George Bernard Shaw wrote the play Farfetched Fables.
In 1957, at the age of 82 Albert Schweitzer co-founded The Committee for a Sane Nuclear Policy
At the great age of 85 Coco Chanel was running a fashion design firm.

My point is that it is neither time nor money is prerequisite for great accomplishment. So what is? Drive! Desire! Intense intention!

Set your course by what you care about most and enjoy the ride. You will find that you need less than you think and accomplish more than you predict.

“If you were born without wings, do nothing to prevent them from growing.”

― Coco Chanel

Q & A on my latest book, Getting Innovation Right, as it appears in Amazon.com

Your first book was about change. How does that relate to innovation?
As I worked hand-in-hand with leaders on their change initiatives, I began to notice that those who succeeded were also adept at introducing new products, services, and ideas into the marketplace. I participated in many of their innovation initiatives and discovered seven key activities the successful leaders practiced with rigor. After I saw firsthand how important these key activities were for success, I wanted to share them with my clients and readers. That's why I wrote Getting Innovation Right.

My approach to organizational change works from the inside out, as opposed to top-down or bottom-up. Effective, lasting change is only possible by first engaging key stakeholders. When everyone in the organization understands the change, they act in a concerted way, even in impossible-to-predict circumstances. The key to sustained change is active engagement of all key stakeholders. The same is true of innovation.

Many think of innovation as freewheeling experimentation. Why does innovation need to be judged by results, not process?
In today's market, mission-driven leaders don't have the time or resources to play around with ideas that die on the vine. They want to go to market, build a presence, and have the resources to turn an idea into something special that will be valued by customers, members, and constituents. If innovation does not produce positive impact in a sustainable way, they see it as a waste of time. Even in research or creative labs, experimentation must lead to results of some kind. Results determine whether a company and a leader are successful.

What do you mean by inflection points, and how can understanding them help someone innovate better?
An inflection point is a decisive shift in the market that either sends you up or down. If you don't see inflection points coming, they can be jarring--and even lethal. But when you learn about the different kinds of inflection points and develop some expertise in using their momentum, you have an edge on everyone else.

Most leaders feel they are at the mercy of major market shifts. Successful innovators understand inflection points and they actively look for them to put their energy to good use. Once you can anticipate an inflection point, you can use it to fuel your innovation. Getting Innovation Right shows you how to do that in detail.

What business challenges will Getting Innovation Right help managers overcome?
Leaders often fall short when it comes to innovation. Getting Innovation Right provides templates, step-by-step instructions, techniques, tools, and practical guidance on how to maximize your innovation' s chances of success in the market. The book helps leaders invest in the leadership talent required to develop successful new products and services, understand how market research can help any new offering, take advantage of market disruptions, discover what customers will be compelled to buy, and accelerate market acceptance.

VisionaryLeadership.com